Global Networks Achieve Local Results

Technology and the right leadership are key to global coordination

An increasing number of international companies are choosing to implement their communications strategy through a network of public relations consultancies around the world. But achieving the best global PR results possible isn’t just down to the sheer size of an agency network. An effective global PR strategy must be built on local heritage and strength, and the most effective model has the right blend of global and local knowledge and expertise: it is not a matter of either/or.

During my career I have had the privilege of implementing global PR agency solutions for two major Fortune 500 companies, and I have seen at first hand what works - and what doesn’t - for international organisations.

Global collaboration fosters best practice

Quite simply, excellence is the strongest foundation for integration and impact. Excellence works everywhere. The "not invented here" syndrome is often a reaction to solutions that are not built on best practice and that don’t work locally, or achieve commitment from local teams. But if companies and their agencies can identify the highest common denominator of a great creative, a strong idea or a universal message, then the local teams will find it easier to buy in to the idea and focus their efforts on adding value locally.

A successful global solution is built on a strong local force

All business is done between people. Timing is everything. Companies must allow their local communications teams to make decisions about "when and to whom" as part of a campaign, and leverage activities locally that underscore the global strategy.

Collaboration must be the cornerstone of any global project

Global is very often confused with "managed out of the US". You need to have a global team where the best and most appropriate team player is given the leadership of the project, regardless of where they are based. Often it works best to give responsibility to those who are most vocal in the local organisation, and make them part of the solution, not the problem.

Contribution works better than control

If you give your teams great solutions to work from, you will not need to waste much time on internal management and processes. Understanding the fundamental difference between leadership and management is absolutely crucial. In my view, delivering an effective global solution is all about leadership, not management. Leaders contribute to solving other people’s problems; managers far too often try to control what others do, to the detriment of the communications strategy.

If you are not leveraging technology, you are wasting money

The internet and broadcast media have created a revolution in public relations, but many companies are still missing out on the benefits of leveraging technology in their communications activity. Today companies can run their global broadcast and image delivery from one place. All team members, wherever they are in the world, can share one filing cabinet, and be linked up to one integrated work desk. Instant sharing and collaborative work practices have a great upside for all international companies. By utilising technology effectively, you could free up tremendous resources and refocus them on your customer's needs, as opposed to spending time on cumbersome internal processes.

Global PR agencies need to work on building the best set of international teams and tools that recognise these realities. At Weber Shandwick, for instance, we have appointed global and regional client leaders for all our international clients, who work with our practice leaders to ensure we have even capability in each market. Our practice leaders also drive product development and methodology to ensure that we speak the same language and handle clients to the same standards everywhere.

I continue to be amazed by the speed at which communicators can move and collaborate across borders when there is a genuine desire to please the client and do the right thing. Common sense, desire for excellence and clear measurement are often good replacements for rigid structure. And when it comes to international campaigns, communications agencies must be flexible so that they can align with the organisational structure of each of their clients.

By Rolf Olsen, president, European practices and client development,
Weber Shandwick.